Even if the survey is anonymous, it wouldn't be once I sent in my answers. Even Ripa could figure out whose paws had banged out the appropriate response:

Dear HR,

Consider the following:
* My ticket load was more than double the average this past year.
* I wrote half a dozen public documents and edited four times that many for others.
* My survey scores were some of the highest company-wide.
* I got customers using Citrix to stop bitching at us and redirect their hatred to where it belongs.
* I was congratulated by upper management for my handling of certain touchy problems affecting multi-million-dollar contracts.
* I ended up taking a pay cut while the slackers got a pay increase.
* I was passed over for promotion.
* I didn't receive a cost-of-living pay adjustment.

I like filling those things out by debacle (4.00 / 1) #1Tue Oct 10, 2006 at 05:47:18 AM EST

We recently had a "Vice President of Labor Retention" appointed.

Since then, we've filled out about 5 surveys. Each one, we ask for the same thing:

Merit Increases (We currently cannot get a merit increase unless a director jumps through hoops to get a new job description created)

More People (See bullet one)

A more flexible budget (See bullet one, etc)

We had to wait last year for two months before buying a goddamned three-hole punch because the effing bean counters wouldn't let us go out of budget, even though we promised to make up the goddamned 33.95 or whatever next quarter. The same thing happens with important things too, like check stock. If we have extra (payroll) checks to print in a given month (because of union deals or retro pays) and we run out of stock, we just sit on our thumbs while Finance gives us the runaround about foresight and budgetting responsibility.

And then we tell people "Well, your paycheck is going to be four days late. This is all part fo the Labor Retention Initiative." The VP of LR really gets a kick out of that. Too bad he's got balls the size of electrons.

Man, work sucks.

IF YOU HAVE TWO FIRLES THOROWNF MONEY ART SUOCIDE GIRLS STRIPPER HPW CAN YPUS :OSE?!?!?!?(elcevisides).

I had that once at a company. No raises, couldn't buy Post-It notes. it's a sure sign ya wanna be leaving soon since once the pay cuts and Post-it note savings aren't enough they gotta start getting rid of the big time expenses and I don't mean CEOs.

That's the average time most people spend on such jobs. Been that way for donkey's. Call centers have huge attrition rates, about 180% annually. It doesn't help that the rules require the monkeys to sit strapped to their desks and never deviate from the scripts the software they use throws at them.

It was second level, we could use our brains by georgeha (2.00 / 0) #11Tue Oct 10, 2006 at 08:01:24 AM EST

and most people hung around there for 4 years or so. The biggest problem was there was no way up and out, no matter how accomplished you were at solving customer problems, you were still a hotline analyst.

The management team was fooling themselves if they thought most people wanted to do that for a career.

I once worked for a company that was having organizational issues. It'd had been a small startup and was growing past that critical fifty-employee mark where actual process is needed. As is usual in these cases, a lot of demands for actual process came from below. There was, as is usual, a bit of ill-will about the matter between the lower levels and the CEO/Founder.

So a consultant was brought in. He was a process consultant. He'd figure out what was wrong, and then using his power as an objective outsider, would present us with solutions. Employees were randomly selected to be interviewed by him, with all assurances that these interviews would be confidential.

I was fortunate enough not to be selected. Some of my coworkers were, and believing in the company, and it's future, were brutally honest about some of the problems. (Many of which involved the CEO/Founder's constant pushing to cut "red-tape" like "testing" before shipping products or his tendency to ignore "bureaucratic" things like figuring out if a given software change was possible before selling it.)

The consultant's proposal as to how the problems could be fixed: Hire the consultant as company president. This was done. Most of the people who were interviewed were let go over the next few months after getting reviews that said things like "not a team player".---[ucblockhead is] useless and subhuman

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